CQC is one of the most important bodies in the health and social care systems in England and is the only national body with a remit which spans both health and social care.
These are times of unparalleled change for CQC. We are in the process of implementing an ambitious new strategy which provides the vision to drive improvements in how people experience health and care services; The Health and Care Act 2022 has given CQC new responsibilities in relation to Local Authorities and Integrated Care Systems; and CQC’s assessments of care quality will be essential to help people understand the impact of the pandemic and the steps taken in response in both health and social care systems.
The Board plays a crucial role in guiding CQC during this period of change. Our Audit and Risk Assurance Committee plays a key role in supporting the wider Board, in particular in the identification and effective management of risk. We are seeking a new Chair for this committee with the experience, skills and ambition to contribute to CQC’s continuing development at this important time.
If you have the skills we require and wish to make a valuable contribution to the development and integration of health and care systems in England, I do hope you will apply.
Chair of CQC
Ministers are seeking to appoint a new NED to the board of the CQC, and who will be responsible for Charing the CQC’s Audit and Risk Assurance Committee.
The Department of Health and Social Care values and promotes diversity and encourages applications from all sections of the community. The boards of public bodies should reflect the population they are there to serve. Boards also benefit from fresh perspectives, and we are always keen to encourage candidates new to public appointments to consider applying for our roles.
As a Non-Executive Director of the CQC Board, you will be responsible for helping to ensure the CQC is a successful organisation - in terms of its effectiveness as a regulator, making sure that health and social care services provide safe, high-quality care, and as an employer. Non-Executive Directors play a key role in ensuring continuous organisational improvement, high performance management, excellent customer focus and service delivery, scrutiny, challenge, fairness, accountability, and effective corporate governance.
Non-Executive Directors will specifically:
• provide an independent view and creative contribution at board meetings and sub committees, including ensuring the long-term strategic focus, effectiveness and reputation of the CQC through purposeful and constructive scrutiny and challenge
• monitor and challenge the performance of the CQC’s executive management, in meeting the strategic vision, organisational priorities and business plan objectives including monitoring of organisational performance, service delivery, quality and reputation. Provide assurance regarding the CQC governance, including in relation to periodic reviews of the organisation
• support the Chair and the executive team to ensure the CQC fully embraces and embeds an excellent customer service ethos and delivers accordingly in order to enhance and develop its credibility and reputation
• uphold the values of the CQC to deliver excellence, and demonstrating care, integrity and teamwork into all aspects of its work, and ensure that the organisation promotes equality and diversity for all providers, people who use services, people who work for CQC and other stakeholders
The Care Quality Commission (CQC) is the independent regulator of health and adult social care in
England. Its purpose is to ensure health and social care services provide
safe, effective, compassionate, high-quality care and to encourage improvement
where providers fall short of CQC’s fundamental standards. Its role is to
register providers of services, monitor, inspect and rate, take enforcement
action for poor care, and speak independently on matters of quality in health
and adult social care services.
The body is primarily funded through fees
charged to registered providers, with DHSC providing grant-in-aid for
expenditure for which the CQC are unable to charge fees. In 2021/22 CQC’s fees were made up 88% of revenue funding, with 11%
from GIA, and the remaining 1% coming from other external sources. Capital
expenditure was funded through additional GIA and utilisation of the retained
earnings reserve. The current fees scheme became effective on 1 April 2019 and
is set at a level to cover the cost of chargeable activities.
In May 2021 the CQC launched its new strategy.
Pivotal to this strategy, is the CQC’s organisational transformation programme, charged with
delivering a new target operating model, translating the new strategy into a
tangible delivery plan for determining what the organisation will do and how it
will do it. There are a number of major programmes to support the work of
the Regulator as it looks to the future and a regulatory role that is informed
by intelligence and data and a digitally led way of working.
decision-making body, CQC’s Board provides strategic leadership and takes collective
responsibility for the long-term success of the organisation. The Board
consists of the CQC Chair and up to fourteen Directors, including the Chair of Healthwatch England. All Non-Executive Directors are public appointees, appointed by the
Secretary of State for Health and Social Care.
The Board is supported in its work by its
committees. These Committees are the Regulatory Governance Committee, the Audit
and Risk Assurance Committee, and the Remuneration Committee – as well as two
statutory committees. The Regulatory Governance Committee acts to strengthen the Board’s oversight of the risks associated with delivering
CQC’s regulatory responsibilities. The Audit and Risk Assurance Committee supports the
Board in its responsibilities for issues of risk, control and governance. The
Committee also oversees issues of risk, governance and control relating to
Healthwatch England and the National Guardian’s Office.
In addition to its role described above, the CQC is required to
maintain two statutory committees, Healthwatch England and the External
Strategic Advisory Group (ESAG). Healthwatch England acts as a national
consumer champion in collecting and disseminating the views of people who use
health and social care services. Although Healthwatch England is part of the
CQC, it sets its own priorities, has its own brand identity, and speaks with an
ESAG was set up to provide advice to the Board and Executive
Team on the implementation of the current strategy, the development and
implementation of the transformation programme and the development of future
strategies. Primary membership includes representatives from provider trade
associations, membership bodies from across all sectors and representatives
from public stakeholders. Commissioners and system partners are included where
relevant topics or areas arise.
The National Guardian is a non-statutory
appointment by the CQC to lead cultural change in the NHS, to establish and
support a strong network of Freedom to Speak Up Guardians. The National
Guardian’s Office highlight NHS providers that are successful in creating the
right environment for staff to speak up safely and share this
best practice across the NHS. It independently reviews cases where healthcare
providers may have failed to follow good practice, working with statutory bodies
to take action where needed.
This post is regulated by the Commissioner for Public Appointments. For more information, please refer to the Commissioner’s website